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Management of change: an essential skill for nursing in the 1990s
Author(s) -
Mcphail G.
Publication year - 1997
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1046/j.1365-2834.1997.00017.x
Subject(s) - mindset , change management (itsm) , nothing , climate change , managing change , organizational change , nursing management , technological change , psychology , public relations , business , nursing , sociology , medicine , political science , economics , computer science , epistemology , marketing , ecology , philosophy , artificial intelligence , macroeconomics , lean manufacturing , biology
Change is nothing new and indeed has been our only constant, but change today is faster and more complex than it has ever been before (Manion 1994). Bushy (1992) agrees that the past decade has been a time for rapid global changes, with Muller (1992) citing the rapid increase in technology as the root cause. Muller (1992) believes that nurses need to develop a new mindset which is more in tune with the realities of the 1990s, acknowledging that we are and will be living in a constantly changing world, and Zukowski (1995) suggests that regardless of whether or not we accept change, we must learn to manage it. Although change creates uncertainty and discomfort, Poggenpoel (1992) emphasizes that it often leads to real innovation, providing abundant opportunities for creating a better way forward. This paper explores the subject of change management, looking first at the reasons behind the current climate of change in the healthcare system, then outlining change theory in relation to nursing, before discussing the role of the nurse as a change agent.